INITIATIVEPeople with initiative are always needed in the navalservice. Initiative is evidence of an open and alert mind.Individuals with initiative continually look for betterways to do things; they dont wait for another person totake action. To be a good supervisor, you must showinitiative. Dont put off until tomorrow what you shoulddo today. If you see an unsafe condition, take action tocorrect it before an accident occurs. If you see that a newform or procedure would simplify a job, devise the newform or procedure. If you see an inadequacy in yourself,try to overcome the inadequacy. Weak people lackinitiative. Leaders are characterized by strong initiative.DECISIVENESSLeaders are ablecomplaint heard fromdecision from them.to make decisions. A commonsubordinates is, You cant get aMost of the decisions that must be made bysupervisors in the naval service concern relatively minoractions. As often as not, the subordinates merely wantthe supervisors approval to perform some action thatthey already know should be done. A prompt go aheadfrom the supervisor is all that is needed. In many trivialmatters, it makes little difference whether an answer isyes or no. The important thing is to give an answer. Thesupervisor who stalls, puts off, evades, or refuses to givea decision is a bottleneck.Of course, there are times when a decision requirescareful consideration of many factors and, therefore,much deliberation. In such cases, you should tell theperson when to return for the decision and see to it thatyou have the decision.TACT AND COURTESYGood leaders are habitually tactful and courteous.Whether in the shop or in the office, supervisors can bethoughtful of others without being considered weak.Tactcan be defined as saying and doing the rightthing at the right time. It is the lubricating oil in humanrelationships. It is the regard for the feelings of othersbased on an understanding of human naturethe littleconsiderations that make the job pleasant and smooth.Courtesy can be defined as treating others withrespect. It means treating people as important humanbeings, not tools to be used for your convenience. Itmeans following the accepted rules of conduct and beingpolite. Courtesy is important to the supervisor. Onediscourteous act, even though unintentional, can makean enemyand the supervisor cannot afford to haveenemies. If you have one enemy, you have one too many.Remember, courtesy is contagious.FAIRNESSThe personnel in a shop or crew are extremelysensitive to partiality by the supervisor. (They will evensingle out little incidents where there was absolutely nointent to show favoritism.) To avoid causing problems,you must think ahead on changes to be made, decisionsto be handed down, work to be assigned,recommendations for promotion, and the like. In eachinstance you must try to make sure that your actions areboth fair and impartial.SINCERITY AND INTEGRITYYou should deal with your personnel squarely andhonestly at all times. This will win and hold their respect.Talk to your crew on a one-to-one basis. Dont be afraidto face the facts and say what you think. You often hear,Give me the person who looks you straight in the eyeand tells the truth every time ! A reputation for being asquare shooter is worth every effort on your part.Consistency of thought and action are important ifyour personnel are going to know where they stand.Being too strict one day and too lax the next is worsethan being consistently strict or consistently lax. Try notto exhibit good and bad moods to your crew. Your crewtends to reflect your attitudes. Exhibit a firm and positiveattitude-and be consistent.Dependability, one of the marks of integrity,involves meeting obligations promptly. A reputation forbeing on time, every time is worth every effort on yourpart. Build this reputation early, even before you becomea supervisor, and maintain it. Any violation ofdependability or integrity will cast serious doubts uponyour ability to act as a responsible supervisor. Oneviolation of integrity may take months (or forever) torectify.TEACHING ABILITYA great part of your job will involve instructingpersonnel in one way or another. Even the giving oforders is a form of instruction. You should learn andpractice the art of public speaking, the principles ofon-the-job instruction, and the techniques of conferenceleadership. Supervisors who cannot stand on their feetand express their ideas to an individual or a group of3-5